eRevo - Energy Revolution via a Partner Ecosystem, Setup in 1 DAY (Ecosystem Case Study)
Congratulations to eRevo from Switzerland for their nomination at the 2024 Haier ZeroDX Awards! eRevo was recognized for their groundbreaking Energy Revolution through a Partner Ecosystem—a remarkable achievement made possible in just one day thanks to LAP and the Lean Ecosystem Canvas!
eRevo, Switzerland, https://www.eRevo.ch
Congratulations to eRevo from Switzerland for their nomination at the 2024 Haier ZeroDX Awards! eRevo was recognized for their groundbreaking Energy Revolution through a Partner Ecosystem—a remarkable achievement made possible in just one day thanks to LAP and the Lean Ecosystem Canvas!
As part of our collaboration with the Haier Model Institute (HMI), we proudly supported the 2024 Haier ZeroDistance Excellence Awards by nominating outstanding organizations, individuals, and case studies from around the world. We want to extend our deepest recognition to all participants, who are true pioneers in embracing new management models and fostering ZeroDistance with their customers, suppliers, and communities. Your innovative spirit is shaping the future of business!
I’m incredibly proud of eRevo, one of our clients and nominees by the LAP Alliance, has truly earned this recognition through their progressive work!
Discover more about eRevo and their Ecosystem Success Story through an insightful interview with their CEO Gregor Zust.
If you’re new to Ecosystems and the New Economical Engine read the linked blog post first.
Image Source: Linkedin
Interview with CEO Gregor Zust
This interview was conducted as part of the Haier ZeroDX Awards assessment, with CEO Gregor Zust, interviewed by Mirko Kleiner.
What was the problem? How was it identified?
eRevo is a dynamic startup pioneering advancements in hydrogen technology, aimed at developing safer, more efficient, and cost-effective solutions for storing sustainable energy generated from sources like wind and solar. From the outset, eRevo has engaged directly with both prospective and existing customers, as well as potential partners.
Early on, our flagship product line, Triewald, garnered significant interest and support, including from industry leader GKN Hydrogen. Their endorsement underscored our vision and commitment to transforming energy storage solutions.
Image Source: eRevo
As we progressed, initial prototypes in home power storage revealed a clear market demand and substantial business potential in industrial and grid-scale power storage solutions. Recognizing the immense investment required for production, sales, and delivery capabilities, the founders were determined to explore avenues that would minimize equity dilution and would increase risk massively.
This led to the concept of scaling the business case via a partner ecosystem, a strategy built on trust-based collaborations and a win-win mindset with our current and future partners. This approach ensures that eRevo can scale operations and product development effectively while maintaining strategic leadership as the orchestrator of the partner ecosystem and it’s strategic partners (participants).
Who led the change?
The collaboration between eRevo and GKN Hydrogen was spearheaded by Gregor Zust, CEO of eRevo, and Guido Degen, CEO of GKN Hydrogen, both of whom shared a strong commitment to revolutionizing power storage solutions for sustainable energy. Their leadership was pivotal from the outset, actively guiding and supporting the development of the initial joint prototype for home power applications. This early phase saw both leaders personally investing time, resources, and capital under a basic formal agreement.
As positive market feedback underscored the potential, it became evident that scaling the partnership required a more agile approach than traditional contracts could offer. Drawing on their current experience, Gregor and Guido championed a partner ecosystem model grounded in trust, a collaborative culture, and adaptive agreements. Key considerations such as joint strategy, cost and wealth sharing, intellectual property rights, and minimal governance were meticulously addressed to ensure mutual benefit and scalability.
To formalize this innovative approach, both CEOs convened for a focused one-day workshop facilitated by Mirko Kleiner, a distinguished Agile Ecosystem Coach. This workshop was instrumental in defining and establishing the joint partner ecosystem and solidifying their commitment through a tailored agreement.
Gregor Zust and Guido Degen's leadership, expertise, and collaborative spirit were instrumental in navigating complexities and fostering a resilient partnership that continues to drive innovation in hydrogen energy storage.
Image Source: Mirko Kleiner, Contents eRevo
How many teams/individuals were involved?
The collaborative effort between eRevo and GKN Hydrogen was orchestrated through a phased approach, with eRevo acting as the orchestrator and GKN Hydrogen as a key participant of the new partner ecosystem. The initial phase involved both parties defining the partner ecosystem together (phase 1), followed by the inclusion of additional partners for sales distribution and delivery across various verticals (phase 2).
A pivotal moment in this process was a one-day workshop held in Zurich, Switzerland, after four weeks of thorough preparation. This session brought together essential stakeholders from both organizations, including:
Gregor Zust (CEO, eRevo) and Guido Degen (CEO, GKN Hydrogen), who provided strategic leadership and alignment.
Partner representatives from eRevo, contributing domain expertise and insights.
Legal counsel, ensuring the formalization and legality of partnership agreements.
Sales and product development representatives, pivotal for market strategy and product evolution.
Production representatives, crucial for ensuring scalability and operational feasibility.
During the workshop, facilitated by Mirko Kleiner and visual tools such as the Lean Ecosystem Canvas™ and Lean Procurement Canvas™, the participants successfully finalized a partnership agreement and established a sales distribution framework. Additionally, they defined a Minimum Viable Governance (MvG) framework across three key levels:
Strategic Level: Responsible for defining the ecosystem strategy, making strategic decisions, and resolving impediments.
Product Level: Tasked with joint product development aligned with ecosystem strategy and market feedback.
Sales and Delivery Level: Responsible for selling and delivering joint products and services to customers.
At each governance level, key individuals were identified, selected, and aligned on collaborative principles and operational practices, ensuring effective coordination and synergy across the partnership.
Image Source: eRevo
What systems and tools were employed?
As of its establishment in late July 2024, the partner ecosystem leverages essential systems and tools to facilitate seamless collaboration and operational efficiency:
Lead, Prospect, and Client Management: Centralized tools are deployed to manage leads, prospects, and client relationships effectively. These tools enable comprehensive tracking and communication across the ecosystem.
Cost Breakdown and Value Stream Management: Robust software solutions are employed to meticulously breakdown costs along the value stream for each product line. Access to mutual calculation tools ensures transparency and alignment in financial assessments.
Collaboration Tools for Ecosystem Information: Dedicated collaboration platforms are utilized to share critical ecosystem information among partners. This includes strategic insights, operational updates, and resource allocations.
Customer Feedback and Joint Product Development: Specialized tools facilitate the sharing of customer feedback and enable collaborative efforts in joint product development. This ensures rapid iteration based on market insights and enhances product alignment with customer needs.
Beside the direct interaction between all participants form these systems and tools the backbone of the partner ecosystem, fostering a cohesive environment where information flows seamlessly and collective efforts are streamlined towards shared objectives.
What decisions did the team need to make?
Before convening for the pivotal one-day workshop, eRevo faced significant uncertainties regarding scalability and financial resources. Traditionally, a capitalization round would have been pursued to secure necessary funds for procurement from GKN Hydrogen. However, with this option not their preference, the decision was made to develop a partner ecosystem rooted in a mutually beneficial culture of collaboration.
Key to this decision was the initial reaction of partners, particularly GKN Hydrogen, to this new approach. Fortunately, due to a strong rapport and shared values between Gregor Zust and Guido Degen, CEOs of eRevo and GKN Hydrogen respectively, these concerns were swiftly addressed in a preliminary call ahead of the workshop.
Another critical decision centered around legal frameworks and managing uncertainties inherent in such agile collaborations. Mirko Kleiner's expertise proved instrumental in devising a flexible contractual framework that supported agility. Both parties agreed that the appendices of the Master Service Agreement (MSA) would evolve over time, treating it as "living documents" to accommodate future amendments and innovations.
During the intensive workshop, essential decisions were made on-the-spot regarding critical aspects such as intellectual property rights, warranties within the partner ecosystem, and other logistical challenges. The structured workshop format and decisive leadership ensured that these complex issues were resolved promptly and in good faith.
Looking ahead, the Minimum Viable Governance (MvG) framework was established to define general responsibilities and establish both clear communication and escalation pathways for strategic discussions or impediments. This framework laid the foundation for effective collaboration and alignment even with further ecosystem participants moving forward.
Image Source: eRevo - Realtime translation into the MSA
What resources were they given?
eRevo and GKN hydrogen had all resources needed to make the change possible, in this case to set up the partner ecosystem. Up till now every party covered their own time and costs. The agreed commercial model does foresee joint funds to invest e.g. cover joint risks or do joint investments.
Not yet defined is how GKN will address the further change needed to implement the agreed MvG. We’re positive that this will be done in a similar smooth way as it has the full leadership support.
Did they collaborate with external parties?
The establishment of the partner ecosystem involved key stakeholders from eRevo and GKN Hydrogen, with additional contributions anticipated from specialized teams in sales and delivery, pending finalization of the legal agreement.
Central to the success of this initiative was the trust and leadership demonstrated by Gregor Zust (CEO, eRevo) and Guido Degen (CEO, GKN Hydrogen). Their unwavering support facilitated swift decision-making and enabled the efficient setup of the partner ecosystem within a single day.
Mirko Kleiner played a crucial role as the lead facilitator, bringing in essential tools and best practices to streamline processes and framework development. While influential in guiding discussions, it's important to note that decisions were ultimately made by the involved parties themselves.
In terms of specific resources:
Budget: Allocation specifics were tailored to operational needs and scaling requirements, ensuring financial prudence while maximizing impact.
Time: A focused four-week preparation period preceded the intensive one-day workshop, optimizing time for strategic alignment and agreement formulation.
Training and Support: Ongoing support from legal advisors and consultants like Mirko Kleiner bolstered the process, enhancing expertise and ensuring compliance with evolving regulatory frameworks.
These resources collectively supported the rapid and effective establishment of the partner ecosystem, setting a solid foundation for collaborative growth and innovation in hydrogen energy solutions.
What were the impacts?
Impact on User Experience
Prior to the one-day workshop the introduction of joint prototype projects marked a transformative shift in user experience within the energy storage sector and tested the partnership at the same time. These projects not only showcased the comprehensive capabilities of the product but also demonstrated the synergistic strengths of the partner ecosystem.
End users benefited from a seamless journey, starting from their initial interaction with the product to its delivery and installation. This integrated approach ensured a smooth and efficient experience throughout, enhancing usability and overall satisfaction.
Specific improvements included:
Seamless Integration: Users experienced a cohesive process from start to finish, thanks to streamlined collaboration between eRevo and GKN Hydrogen within the partner ecosystem. This integration eliminated traditional silos, enhancing overall efficiency.
Trust and Reliability: The involvement of reputable brands in production and delivery instilled confidence among users. This trust was bolstered by consistent delivery of high-quality service and products, meeting or exceeding expectations.
Enhanced Service Quality: The partner ecosystem fostered a culture of excellence, prioritizing user needs and feedback. This proactive approach led to continuous improvements in service quality and customer support.
By focusing on collaboration and leveraging collective expertise, the partner ecosystem not only met but exceeded user expectations, setting a new standard for reliability and customer satisfaction in sustainable energy solutions.
Impact on Ecosystem Parties
The 1-day workshop played a pivotal role in reinforcing a shared purpose and alignment among ecosystem partners. It fostered open and transparent discussions on critical aspects such as cost- and wealth-sharing, defining joint ambitions, and clarifying business objectives. These discussions strengthened bonds and deepened mutual understanding across the ecosystem.
Key positive outcomes include:
Enhanced Collaboration and Alignment: The workshop facilitated cohesive decision-making and alignment of strategies among partners. Clear agreements on roles, contributions, and shared goals set a strong foundation for collaborative efforts.
Improved Product and Service Offerings: Transparent sharing of market feedback and knowledge enhanced the quality and relevance of both joint and individual products and services. This iterative process ensures continuous improvement and responsiveness to customer needs.
Expanded Reach and Market Access: The planned inclusion of additional partners specialized in sales and delivery in the next phase will broaden market reach and streamline market access. This expansion is expected to strengthen market presence and competitiveness along the entire value chain.
Long-term Business Development: Agreed-upon ambitious objectives for the mid to long term, such as significantly enhancing cost efficiency in storing power per kWh, underscore the ecosystem's commitment to continuous innovation and market leadership. These objectives will drive sustained growth and optimize competitiveness over time.
In summary, the collaborative efforts and strategic agreements forged during the workshop have positioned the ecosystem partners for mutual success, fostering innovation, growth, and enhanced market impact in the evolving landscape of sustainable energy solutions.
Impact on Employees
While it is early to quantify individual impacts, the initiative is expected to bring several positive changes for employees:
Empowerment and Purpose: The joint vision and collaborative efforts empower employees by aligning them with a meaningful purpose. This shared vision fosters a sense of ownership and commitment to achieving collective goals, boosting morale and engagement.
Satisfaction and Collaboration: Improved cross-company collaboration breaks down internal and external silos, promoting a culture of openness and shared learning. This collaborative environment enhances job satisfaction and creates opportunities for personal and professional growth.
Increased Motivation & Adaptability: The introduction of agile methodologies across both organizations fosters dynamic and responsive ways of working. This shift promotes flexibility, innovation, and cross-functional collaboration, enhancing overall productivity.
Enhanced Impact through User Feedback: Employees now have direct access to market insights and customer feedback through collaborative channels. This direct engagement enables them to adapt swiftly to market demands and improve product offerings effectively.
Skill Development: Employees gain new skills and knowledge through exposure to diverse perspectives and specialized expertise within the partner ecosystem. This continuous learning enriches their professional capabilities and prepares them for future challenges.
Overall, the initiative is anticipated to create a supportive and stimulating work environment where employees thrive on innovation, collaboration, and shared success in driving forward sustainable energy solutions.
Impact on the Overall Organization
The collaboration has had profound effects on both eRevo and GKN Hydrogen, influencing their market position, operational efficiency, and strategic alignment:
For GKN Hydrogen:
Enhanced Market Access: GKN Hydrogen now enjoys expedited market entry without the need to develop an independent sales and delivery infrastructure. This strategic advantage accelerates their global market reach.
Agile Transformation: Adopting agile methodologies through this partnership extends beyond the current product line, potentially transforming GKN Hydrogen's broader business operations. This shift enhances their adaptive capabilities and resilience.
Improved Product Development: Direct market feedback obtained through the ecosystem enhances the refinement of current products and informs future innovations. This iterative process boosts product quality and optimizes production efficiency, thereby bolstering financial performance.
For eRevo:
Accelerated Scaling: Collaborating within the ecosystem enables eRevo to scale its business model rapidly. The shared investment of time and resources minimizes risks for all participants.
Orchestrator Role: As the orchestrator, eRevo leverages its expertise to support ecosystem participants in areas such as product knowledge, delivery logistics, and regulatory compliance. This support facilitates seamless integration for new partners, ensuring a streamlined entry into new markets or verticals.
For Phase 2 Partners (Sales and Delivery):
Competitive Advantage: Partners involved in sales and delivery benefit from access to a comprehensive product line under a recognized global brand. This positions them more competitively in the market.
Business Development: They play a crucial role in shaping product development and ecosystem collaboration, influencing upstream processes and enhancing strategic partnerships.
Overall, the partnership enhances operational efficiency, strengthens market positioning, and fosters strategic alignment across all parties involved. It exemplifies a collaborative approach that not only drives immediate business outcomes but also cultivates long-term growth and resilience in the competitive landscape of sustainable energy solutions.
Impact on Corporate Culture
While it is early to fully assess the impact on corporate culture across the partner ecosystem, initial observations indicate significant alignment in values and culture from the outset, which laid the foundation for this innovative approach. The initiative is anticipated to foster several positive changes in corporate culture for all participants:
Inclusion and Collaboration: The collaborative nature of the partnership promotes inclusivity, encouraging diverse perspectives and contributions. This inclusive environment cultivates a sense of belonging and unity among team members.
Agility and Decision-Making: The adoption of agile practices accelerates decision-making processes, enabling quicker responses to market changes and opportunities. This agility enhances organizational responsiveness and adaptability.
Innovation and Risk-Taking: A culture that embraces innovation is nurtured through shared goals and continuous improvement. The partnership encourages experimentation and risk-taking, fostering a mindset where creative solutions are welcomed and supported.
Resilience and Learning from Failure: Building a 'failure culture' where failures are viewed as learning opportunities promotes resilience and growth. Psychological safety is enhanced, empowering employees to take calculated risks and innovate without fear of repercussions.
Trust and Psychological Safety: Open communication and mutual trust are fundamental to the partnership, creating a psychologically safe environment where individuals feel comfortable expressing ideas and concerns. This trust enhances collaboration and problem-solving capabilities.
Overall, the initiative is poised to instill a corporate culture characterized by inclusivity, agility, innovation, resilience, and psychological safety. These shifts in values, behaviors, and attitudes will contribute to a more adaptive and supportive organizational environment conducive to sustained growth and success.
Image Source: eRevo
Get in touch & learn more
To get in touch or to learn more or reach out to us to get a direct contact with Gregor.
eRevo website: https://erevo.ch
GKN Hydrogen website: https://www.gknhydrogen.com/
Recommended Read
We do recommend to check out the Lean Ecosystem Canvas that has enabled this collaborative setup of the Adaptive Partner Ecosystem.
Author
Miles - The value-based IT Company (Ecosystem Case Study)
Congratulations to Miles - The value-based IT Company from Norway for being nominated at the 2024 Haier ZeroDX Awards! Miles was recognized for reinventing collaboration in the IT industry.
Miles, Norway, https://www.Miles.no
Congratulations to Miles - The value-based IT Company from Norway for being nominated at the 2024 Haier ZeroDX Awards! Miles was recognized for reinventing collaboration in the IT industry.
As part of our collaboration with the Haier Model Institute (HMI), we proudly supported the 2024 Haier ZeroDistance Excellence Awards by nominating outstanding organizations, individuals, and case studies from around the world. We want to extend our deepest recognition to all participants, who are true pioneers in embracing new management models and fostering ZeroDistance with their customers, suppliers, and communities. Your innovative spirit is shaping the future of business!
I’m incredibly proud of Miles, one of our nominees by the LAP Alliance, has truly earned this recognition through their progressive work!
Discover more about Miles and their Ecosystem Success Story through an insightful interview with their CEO Camilla Amundsen and founder Tom Georg Olsen.
If you’re new to Ecosystems and the New Economical Engine read the linked blog post first.
Image Source: Linkedin
Interview with CEO Camilla Amundsen and founder Tom Georg Olsen
This interview was conducted as part of the Haier ZeroDX Awards assessment, with CEO Camilla Amundsen and founder Tom Georg Olsen, interviewed by Mirko Kleiner and Bjarte Bogsnes.
Image Source: Linkedin
What was the problem? How was it identified?
The founders of Miles identified a problem with traditional management practices that led to mediocrity, lack of passion, and a focus on processes over people based on previous work experience in traditionally managed companies.
Furthermore was and still is the IT Consultancy market very competitive and it’s very difficult to get great employees.
As the company was founded on the values of professional authority and warmth and has been operating accordingly and continuously evolving ever since.
By today Miles is a leading example of a software and IT company in Norway and Litauen with 7 locations that are operating as a business ecosystem, where each cell is highly independent and self-organized.
Who led the change?
Tom Georg Olsen spearheaded the change initiative at Miles. Olsen, with a background in IT and telecom, emphasized values-based servant leadership and warmth over traditional management practices. In May 2023 Camilla Amundsen took over his servant leadership role.
Generally speaking, at Miles everybody is encouraged to lead the change.
Image Source: Miles
How many teams/individuals were involved?
Initially during the foundation of Miles it was the founders who had the biggest influence. They started with the vision to create an outstanding workplace. They’re strong believers that if the employees are passionate that their customers would be impacted positively by that too. One change that Miles has implemented was a rigid recruiting process, where they focused not just on competence, but also at character. It became a quality label to work for Miles and the employees are still proud of this.
Today is the entire company involved in the change process, particularly focusing on recruitment, cultural activities (like "Smiles"), and enhancing transparency. Speaking to Camilla it becomes obvious how serious they take it with principles such as people do come first. The people are proud to work at Miles and the company has one of the highest employee satisfaction rates in the industry.
What systems and tools were employed?
Miles employed a culture of trust, transparency in cost management (e.g., open posting of PC and training costs), and social bonding activities like "Smiles" gatherings. These gatherings also extend their business ecosystem to their families.
They utilized a servant leadership model where decisions were decentralized, and employees were trusted to make responsible choices.
Tom mentioned that they tried to prepare everybody for crisis so that they could decentralized take decisions in case a new challenge would rise. In other words Miles has by today 250 CFO’s you even take financial decisions in the interest of Miles no matter of their role.
To empower a decentralized decision taking transparency became a huge driver. So had every purchase taken be published in the intranet. Of course had this a control function, but this was not the purpose of it. Moreover the purpose was to encourage everybody to take decisions and learn from others what they do, e.g. if they spend the money to join a conference or if they bought a new laptop.
On the other hand they are also looking for a shared purpose, common goals that are co-created and jointly adapted as needed.
What decisions did the team need to make?
The key decision was made as the company was founded, wanting to run the company in a radically different way than traditional companies. This included for instance recruitment being based on values and cultural fit rather than solely on technical skills, and fostering a culture of openness and trust in financial matters. The company operates without traditional budgets and targets, just a very lean forecasting process.
Self-critical Camilla said that it’s a constant challenge to keep the lean structure while growing. However, the people and the culture are their safety-net and won't allow any fall-back into traditional management.
What resources were they given?
There was no dedicated change team, as the management team themselves led the change from the start of the company. Miles operates without traditional budgets and targets. Employees can attend whatever training they want, wherever in the world. No training or travel budgets.
Did they collaborate with external parties?
Miles collaborated with NHH, the largest Norwegian business school, to better understand what kind of management model they were practicing. The conclusion was “Servant Leadership”.
Miles relied on employee referrals for recruitment but did not heavily engage with external parties like vendors or consultants for their core operational changes.
On the IT side of the business Miles partners with big IT Providers such as Microsoft and tries to establish their partnerships on the same set of values.
What were the most significant challenges and how did the team overcome them?
Challenges included ensuring cultural fit in recruitment and maintaining a high level of trust and transparency. Strategies included rigorous employee referrals, thorough reference checks, and maintaining openness in financial matters.
Image Source: Miles
What were the impacts?
Impact on User Experience
Improved employee satisfaction and retention, indirectly benefiting customer relationships.
Impact on Ecosystem Parties
Strengthened relationships with customers due to low employee turnover and high employee satisfaction.
Impact on Employees
Enhanced morale, productivity, and engagement through a culture of trust and transparency.
Impact on the Overall Organization
Achieved both strong growth and great financial performance and recognition as a top workplace in Europe.
Impact on Corporate Culture
Fostered a culture of values-based servant leadership and warmth, integral to Miles' identity.
Get in touch
To get in touch with Miles visit their website for more informations or reach out to us to get a direct contact with Camilla and Tom Georg.
Recommended Read
We do recommend Bjartes newest book about Beyond Budgeting, which is a must read for every leader and was the foundation of Miles transformation. Learn more about it here https://bbrt.org
Author
Engineering Agility: How Net Engineering Reinvented Its Processes and Culture Empowering Teams (Ecosystem Case Study)
Congratulations to the NET Engineering for being nominated at the 2024 Haier ZeroDX Awards! Net Engineering was recognized for reinventing Its Processes and Culture in the construction industry.
NET Engineering, Italy, https://www.net-e.it/en
Congratulations to the NET Engineering for being nominated at the 2024 Haier ZeroDX Awards! Net Engineering was recognized for reinventing Its Processes and Culture in the construction industry.
As part of our collaboration with the Haier Model Institute (HMI), we proudly supported the 2024 Haier ZeroDistance Excellence Awards by nominating outstanding organizations, individuals, and case studies from around the world. We want to extend our deepest recognition to all participants, who are true pioneers in embracing new management models and fostering ZeroDistance with their customers, suppliers, and communities. Your innovative spirit is shaping the future of business!
I’m incredibly proud of Net Engineering, one of our nominees by the LAP Alliance, has truly earned this recognition through their progressive work!
Discover more about Net Engineering and their Ecosystem Success Story through an insightful interview with their CEO Silvia Furlan.
If you’re new to Ecosystems and the New Economical Engine read the linked blog post first.
Image source: Net Engineering
This case study details Net Engineering's extensive journey through an agile transformation initiated in early 2021. The company, driven by a need to address critical organizational challenges such as unclear roles, leadership gaps, and improved project management, embraced SCRUM and Scrum@Scale methodologies. Under the leadership of CEO Silvia Furlan and with the expert guidance of Paolo Sammicheli, a Registered Scrum Trainer and Business Coach, Net Engineering embarked on a comprehensive overhaul of its processes and corporate culture.
The transformation involved the entire organization, including approximately 100 employees across 9 teams, later expanded to 11. Analog tools and digital platforms like Trello, Miro, and Microsoft Teams empowered teams to manage projects more effectively. Implementing modern engineering tools such as BIM was seamlessly integrated with the agile framework, further enhancing project outcomes.
A critical component of the transformation was the focus on continuous learning and development. Extensive training was provided not only to Product Owners and Scrum Masters but also to all developers through customized materials tailored to the company’s needs. Management received specialized coaching, and the organization adopted facilitation techniques like Delegation Poker to improve decision-making and delegation.
The impact of this transformation was far-reaching, leading to quicker resolution of impediments, enhanced team collaboration, and a more robust feedback culture. Additionally, a collaboratively written company manifesto helped to solidify a shared sense of purpose and identity among employees. The agile practices also positively influenced relationships with external vendors, some of whom have become trusted partners due to the direct and transparent interactions fostered by the new approach.
Overall, this case study illustrates how Net Engineering successfully leveraged agile methodologies to overcome its initial challenges and create a more dynamic, responsive, and strategically aligned organization.
Image Source: Linkedin
Interview with Silvia Furlan, CEO Net Engineering
This interview was conducted as part of the Haier ZeroDX Awards assessment, with Silvia Furlan CEO, interviewed by Mirko Kleiner and Paolo Sammicheli.
What was the problem? How was it identified?
In 2020, Net Engineering recognized the need to improve its organizational structure and project management processes. The initial signs of the problem were identified through a company-wide inquiry, during which we asked critical questions such as "What and how can we do better?" and "What are the most critical issues in our organization?"
The feedback revealed significant challenges: unclear roles, organizational redundancies, a lack of kick-off meetings for new projects, and frequent personnel shifting between projects. Additionally, there were concerns about leadership, particularly regarding the experience of Project Team Leaders (PTLs) and Project Managers (PMs) and the lack of strong, charismatic leaders who could foster team spirit and innovation.
These insights highlighted the need for a structured, agile approach to address these issues, leading us to adopt SCRUM as the framework for our agile transformation.
Who led the change?
The management team spearheaded the change initiative at Net Engineering under the leadership of Silvia Furlan, our CEO. With her strategic vision and commitment to organizational improvement, Silvia was pivotal in driving the transformation. To ensure the success of this initiative, we brought in external expertise by hiring Paolo Sammicheli, a Registered Scrum Trainer and Business Coach. Paolo's extensive experience in agile methodologies and his deep understanding of SCRUM were invaluable in guiding our teams through the agile transformation process.
Image Source: NET Engineering
How many teams/individuals were involved?
The agile transformation at Net Engineering involved the entire organization, encompassing approximately 100 individuals. These individuals were organized into nine cross-functional teams. Each team comprised members from various departments, ensuring diverse skills and perspectives were brought into the process. The collaboration between teams was carefully coordinated, with each team focusing on specific projects while aligning with the broader organizational goals. This structure facilitated effective communication and knowledge sharing and ensured that the transformation was comprehensive and inclusive of all key functions within the company.
What systems and tools were employed?
To successfully implement our agile transformation, we utilized a combination of methodologies, systems, and tools that supported collaborative work and the specific needs of our engineering processes. Central to our approach was the adoption of SCRUM and Scrum@Scale methodologies, which provided a structured yet flexible framework for managing projects and scaling agile practices across the organization.
For collaborative planning and brainstorming, we used analog tools like Post-its and markers, which were particularly effective during in-person sessions. On the digital front, we employed Trello for task management, Miro for virtual whiteboarding, and Microsoft Teams for communication and collaboration across the organization, ensuring that all teams were aligned and informed in real time.
In parallel, we leveraged modern engineering tools like Building Information Modeling (BIM) to maintain precision and efficiency in our engineering processes, seamlessly integrating them with agile practices. The combination of SCRUM, Scrum@Scale, and these tools allowed us to foster continuous improvement, transparency, and effective coordination throughout the entire transformation process.
What decisions did the team need to make?
Several critical decisions were made to ensure the initiative’s effectiveness and success throughout the agile transformation process. We began in January 2021 with nine teams, each focusing on different aspects of our projects. As the transformation progressed, it became evident that adjustments were necessary to optimize team performance and overall efficiency.
In October 2022, we strategically decided to balance skills across the teams to improve their composition, ensuring that each team had the necessary expertise to meet their objectives. Additionally, recognizing the need to scale our efforts further, we launched two additional teams, expanding our total to 11.
To manage this increased scope and maintain coherence across the teams, we introduced two Team of Teams structures, each led by a Chief Product Owner. This decision was pivotal in coordinating efforts across multiple teams and ensuring alignment with our organizational goals.
Furthermore, we restructured the roles of our Technical Director and BIM Manager, moving them externally to serve as resources for all teams. This shift allowed us to leverage their specialized knowledge more effectively across the organization, providing consistent technical support and guidance.
These decisions were driven by our commitment to continuous improvement and the need to adapt our structure to meet evolving challenges and opportunities within our agile framework.
What resources were they given?
To ensure the successful agile transformation at Net Engineering, we allocated a comprehensive set of resources to equip every level of the organization with the necessary tools and knowledge.
All Product Owners and Scrum Masters were given specialized training by Paolo Sammicheli, a Registered Scrum Trainer, to ensure they deeply understood the SCRUM framework and could effectively lead their teams. Additionally, every developer received training through customized materials specifically created for our context, titled "Scrum in Net," which helped align all team members with SCRUM principles tailored to our operational needs.
The management team also received targeted coaching from Paolo Sammicheli to further support the transformation. This coaching was crucial in aligning leadership with agile methodologies and ensuring management could effectively guide and support the teams through the transformation. This included training in Scrum@Scale, which is essential for scaling agile practices across the entire organization.
Furthermore, Paolo conducted extensive team coaching sessions and personalized one-on-one meetings during the transformation process. These sessions provided ongoing support and addressed specific challenges as they arose, ensuring that everyone, from team members to senior management, was fully equipped to embrace and implement the agile methodologies.
These extensive training and coaching resources were vital in empowering our teams and leadership to drive the agile transformation successfully.
Did they collaborate with external parties?
Collaboration with an external expert, Paolo Sammicheli, significantly supported our agile transformation at Net Engineering. Paolo is a Scrum Trainer for Agile Education by Scrum Inc. and the author of Scrum for Hardware. His expertise was instrumental in guiding our teams through the agile transformation.
Paolo's contributions were multifaceted: he provided comprehensive training for our Product Owners, Scrum Masters, and developers, tailored specifically to our organization's needs. He also delivered coaching sessions for our management team, ensuring that leadership was aligned with agile principles and equipped to scale these practices across the organization.
Paolo's deep knowledge of SCRUM and his specific focus on hardware environments were particularly valuable in helping us adapt agile methodologies to our engineering processes. His involvement ensured that our transformation was not just a theoretical shift but a practical, hands-on implementation of SCRUM that addressed the unique challenges of our industry.
What were the most significant challenges and how did the team overcome them?
One of the most significant challenges we encountered during the agile transformation was the external environment's reliance on a traditional waterfall process. As we implemented an internal agile process, we faced criticism and objections from stakeholders accustomed to the waterfall approach’s more linear and predictable nature.
To overcome this challenge, our strategy was to adopt a pragmatic and results-oriented approach. Instead of enforcing the agile methodology outright, we began by experimenting with the method on a smaller scale within the organization. By focusing on specific projects, we were able to demonstrate the tangible benefits of agile practices, such as increased flexibility, faster feedback loops, and improved team productivity.
As these initial experiments yielded positive results, we used them as evidence to address the criticisms and objections. By showcasing real-world examples of how agile processes could enhance our project outcomes, we gradually built support for the broader adoption of agile methodologies within the organization. This approach not only mitigated resistance but also fostered a culture of continuous improvement and openness to new ways of working.
One of the most significant challenges we encountered during the agile transformation was the external environment's reliance on a traditional waterfall process. As we implemented an internal agile process, we faced criticism and objections from stakeholders who were accustomed to the more linear and predictable nature of the waterfall approach.
To overcome this challenge, our strategy was to adopt a pragmatic and results-oriented approach. Instead of enforcing the agile methodology outright, we began by experimenting with the method on a smaller scale within the organization. By focusing on specific projects, we were able to demonstrate the tangible benefits of agile practices, such as increased flexibility, faster feedback loops, and improved team productivity.
As these initial experiments yielded positive results, we used them as evidence to address the criticisms and objections. By showcasing real-world examples of how agile processes could enhance our project outcomes, we gradually built support for the broader adoption of agile methodologies within the organization. This approach not only mitigated resistance but also fostered a culture of continuous improvement and openness to new ways of working.
Image Source: NET Engineering
What were the impacts?
Impact on User Experience
The agile transformation at Net Engineering had a positive impact on the end-user experience. By adopting agile methodologies, we increased our responsiveness to unexpected requests and unplanned changes, which significantly improved our ability to meet user needs more effectively and efficiently.
The shift to agile allowed us to take on greater responsibility for the projects, leading to more proactive management and quicker adaptations to user feedback. As a result, our users experienced improved usability and greater satisfaction, as their requirements were addressed more promptly and accurately. The overall user experience has benefitted from the enhanced flexibility and responsiveness that agile practices have brought to our workflows.
Impact on Ecosystem Parties
The agile transformation at Net Engineering positively influenced various parties within our ecosystem, including suppliers, partners, and customers. By empowering each Scrum Team to manage its own vendors independently, we streamlined vendor relations and enhanced responsiveness. Teams received support from the central function to onboard new vendors and resolve issues, ensuring smooth operations across all projects.
One significant outcome was the introduction of an enterprise backlog, which provided greater clarity on future needs. This not only helped in better planning and resource allocation but also strengthened our relationships with suppliers and partners by giving them a clearer understanding of our long-term requirements.
Additionally, proactive partner onboarding reduced the need for Scrum Teams to rely on work packages from other teams, minimizing dependencies and simplifying the overall process. This autonomy allowed for more direct and effective communication between teams and external vendors, which, in turn, fostered stronger, more loyal partnerships. Some vendors have evolved into trusted partners thanks to the close collaboration and mutual trust built through these direct interactions.
Impact on Employees
The agile transformation at Net Engineering had a significant positive impact on our employees, influencing morale, productivity, and engagement. One of the most notable changes was the ease of onboarding new employees. The structure and clarity provided by Scrum Teams made it simpler and faster to integrate new hires into the organization, allowing them to become productive members of their teams quickly.
With an increasing number of remote employees, teamwork became even more crucial. The agile framework emphasized collaboration and communication, which not only helped remote employees stay connected and engaged but also enhanced overall productivity. By working closely within their teams, employees developed a stronger sense of belonging and camaraderie, which has been instrumental in improving talent retention.
Moreover, the transformation process fostered continuous improvement in skills across the organization. For instance, we recently conducted training sessions focused on holding effective meetings. This enhanced our meeting efficiency and reinforced our commitment to ongoing professional development. By equipping employees with these new skills, we have created a more dynamic and innovative work environment where continuous learning is valued and encouraged. The Agile approach, fostering greater engagement from individual team members, has driven substantial enhancements in both team-level management and operations as well as overall organizational efficiency.
Image Source: NET Engineering
Impact on the Overall Organization
The agile transformation at Net Engineering has had a profound and positive impact on the overall organization, enhancing operational efficiency, strategic alignment, and overall responsiveness. One of the key improvements has been the streamlined flow of impediments across the organization. Issues are now identified and addressed more quickly, thanks to the agile processes in place, leading to faster resolutions and minimizing disruptions.
Additionally, the role of Scrum Masters has been pivotal in ensuring that the needs and concerns of employees are promptly addressed. This focus on employee well-being and support has contributed to a more engaged and satisfied workforce, which in turn drives productivity and morale.
The introduction of facilitation techniques like Delegation Poker has also significantly improved delegation within the organization. By encouraging structured and thoughtful delegation, these techniques have empowered teams to take ownership of their tasks and responsibilities, fostering a culture of trust and accountability.
Overall, these changes have not only enhanced operational efficiency but also strategically aligned the organization to be more agile and responsive to market demands. The improvements in communication, delegation, and problem-solving have positioned Net Engineering to maintain a competitive edge and continue its growth trajectory in a rapidly changing market.
Impact on Corporate Culture
The agile transformation at Net Engineering has brought about a significant shift in our corporate culture, fostering a more collaborative, feedback-driven, and purpose-oriented environment. A key aspect of this cultural shift has been our emphasis on effective feedback. We invested considerable effort in training everyone in the organization, including newcomers during their onboarding, on the importance and practice of giving and receiving constructive feedback. As a result, feedback has become an integral part of our culture, driving continuous improvement and open communication across all levels of the organization.
Another major cultural milestone was the collaborative creation of our company manifesto. This manifesto, which encapsulates our purpose, identity, vision, and mission, was developed with input from across the organization, ensuring that it truly reflects the collective values and aspirations of our team. The process of writing the manifesto together not only strengthened our shared sense of identity but also aligned everyone around a common vision and set of goals.
These efforts have transformed our corporate culture into one that values collaboration, continuous learning, and shared purpose, making Net Engineering a more cohesive and motivated organization.
Get in touch
To get in touch with NET Engineering visit their website for more informations or reach out to us to get a direct contact with Silvia.
Author
Awarded Ecosystem success Story with the Social Innovation Academy (SINA)
Congratulations to the Social Innovation Academy (SINA) for winning an award at the 2024 Haier ZeroDX Awards! SINA was recognized for creating self-organized and 'freesponsible' learning spaces that empower individuals to drive social change.
Social Innovation Academy (SINA), Uganda, socialinnovationacademy.org
Congratulations to the Social Innovation Academy (SINA) for winning an award at the 2024 Haier ZeroDX Awards! SINA was recognized for creating self-organized and 'freesponsible' learning spaces that empower individuals to drive social change.
As part of our collaboration with the Haier Model Institute (HMI), we proudly supported the 2024 Haier ZeroDistance Excellence Awards by nominating outstanding organizations, individuals, and case studies from around the world. We want to extend our deepest recognition to all participants, who are true pioneers in embracing new management models and fostering ZeroDistance with their customers, suppliers, and communities. Your innovative spirit is shaping the future of business!
I’m incredibly proud to announce that SINA, one of our nominees by the LAP Alliance, has truly earned this recognition through their purposeful work! Their achievements have already been highlighted in Forbes. You can find more details in the recent article „Zeros For Heroes: New Awards For Organizational Innovation” by Bill Fischer.
Discover more about SINA and their Ecosystem Success Story through an introductory video, an insightful interview with founder Etienne Salborn, and access to their case study for download.
If you’re new to Ecosystems and the New Economical Engine read the linked blog post first.
Image source: Mirko Kleiner, contents by Haier
Introductionary Video about SINA
Interview with Etienne Salborn, Founder SINA
This interview was conducted as part of the Haier ZeroDX Awards assessment, with Etienne Salborn, founder of SINA, interviewed by Mirko Kleiner.
What was the problem? How was it identified?
One major cause of hopelessness among youth in Africa is the scarcity of opportunity and employment. In Uganda, an estimated 700,000 individuals enter the labor market each year to compete for around 12,000 positions; it is not uncommon that one formal job announcement attracts over 2,000 applicants. In addition to lack of opportunity, worsening climate-related crises and outbreaks of violent conflict have in recent years created a collective 44 million displaced peoples and refugees on the African continent (see: UNHCR).
“We unleash the potentials of disadvantaged, marginalized young people, as well as refugees, to really become the change they want to see in the world, as social entrepreneurs ”
Amid all of this, Africa’s youth population is expected to double by 2050. Without intervention, African economies will further destabilize, and poverty will continue to increase, condemning millions to lives as passive recipients of aid, or worse. After volunteering at Uganda’s Kankobe Orphanage in 2006, Etienne Salborn came to identify education as a decisive area via which to intervene–but more importantly, to innovate.
Salborn’s initial efforts focused on securing educational sponsorships for as many orphans as was manageable at the time, without which most would likely not have attended high school. However, Salborn would eventually determine that the Ugandan educational system–colonial, traditional, rooted in memorization and obedience–did not adequately prepare its students to compete for an already extremely limited supply of jobs, and even less so for gainful employment with opportunity for advancement.
Who led the change?
In 2013, the first generation of sponsored students from Kankobe Orphanage graduated high school. Although empowered by their education, they had essentially no means of attending university, and faced probable unemployment in a dismal labor market. Instead, through an Open Space dialogue with Etienne Salborn, they became co-founders of the Social Innovation Academy, or SINA, beginning with their indispensable work as co-creators of the SINA Empowerment Framework.
By 2015, this model was in use at Jangu International, SINA’s inaugural campus-community located in Mpigi, Uganda. While its first class of participants (called “scholars”) were developing their social enterprises–innovative self-employment concepts which address community issues or needs through business–they also collectively managed Jangu itself. Operational roles, such as in accounting, logistics, training and outreach, allowed them as much or more influence as had Salborn himself over the growing community and its incoming scholars.
Image Source: SINA
Today, that growth amounts to 18 independently operated SINA communities in Uganda and neighboring countries, currently serving over 900 scholars. Each community is functionally autonomous, able to adapt to its own unique needs, yet all collectively guide and improve upon SINA’s highly replicable model. The result is a self-governing, self-organizing, adaptable, regenerative “community of communities”.
In addition to the dynamic roles scholars take up within their respective SINAs, they are empowered to create their own curriculum, and given access to resources and training specialized to the social enterprise they are developing, before eventually graduating as independent entrepreneurs. A few discover themselves to be well suited toward starting new SINA communities. Although this is not expected of any scholar, in the course of their training all are equipped with the tools to potentially do so if it aligns with their self-identified purpose.
Etienne Salborn’s Master’s program of the University of Innsbruck “Peace, Development, Security and International Conflict Transformation”, administered in Austria, focused sharply on the eliciting of individuals’ potential, as opposed to the prescribing of solutions. His most authoritative act at SINA, then, was to ensure that the organisation distributes authority and runs on the philosophy of freesponsibility. In order to offer a viable alternative to Uganda’s established educational system and change the country’s employment landscape, SINA had also to offer an alternative to the rigid hierarchies and antiquated barriers present in both.
Salborn may indeed have spearheaded this particular movement toward change. The community he continues to advance today, however, is more rightly attributable to itself. With every new cohort of scholars and every expansion, SINA adapts. So, to the question of who led the change, a collective answer: We are all leaders here, and change is constant.
How many teams/individuals were involved?
To reiterate the established timeline: the process of changing education and employment in Uganda began with a small handful of changemaker-makers, including the first class of SINA scholars and Etienne Salborn. Since then, the number of individuals and communities involved has scaled to 18. Altogether, they form a coequal system in which (by design) the scholars run the organisation and manage its functions.
The combined effect empowers scholars psychologically, trains them for their own eventual social entrepreneurship, and leads to improvements in the system benefitting the existing community and future scholars alike. This is one fundamental reason why change for SINA is a constant, not a turning point. It also helps illustrate the regenerative, ongoing nature of its broader community.
Further, the fluid nature of the community and its members’ roles within it are incompatible with attributing specific aspects of change to specific groups and roles at specific times. It is possible, though, to infer strong community expansion and increased scholar intake–and therefore, membership growth–from a basic timeline of SINA’s activity after the establishment of Jangu:
2016: First replication, scholar-organized, within Nakivale Refugee Settlement (Uganda)
2018: SINA community established in Bidibidi Refugee Settlement (Uganda)
2019: SINA community established in a slum area of Kampala (Uganda)
2020: SINA communities established in Kyaka II Refugee Settlement (Uganda) and Tongogara Refugee Camp (Zimbabwe)
2021: SINA communities established in Bukavu and Kinshasa (DRC), Rwamwanja Refugee Settlement (Uganda) and Kakuma/Kalobeyei Refugee Camp (Kenya)
2023: SINA communities established in Njombe and Zanzibar (Tanzania) and Cape Verde
2024: SINA communities established in Kampala (urban refugees), Nyenga, Bombo and Kamuli (Uganda)
Moving steadily forward, growing stronger with every new location, participant or scholar, the “community of communities” is set to continue expanding. In 2025, SINAs will open in Nepal, its first non-African establishment, as well as Rwanda, Nigeria and South Africa. None of this would be the success that it is, if not for the scholars as beneficiaries entering a regenerative cycle transforming from beneficiaries into co-creators and co-owners, running the organization and replicating the SINA Framework further.
What systems and tools were employed?
After starting with its own self-organized system, in 2016 SINA shifted toward the emerging social technology of Holacracy. The shift was a logical evolution of the organisation’s alternative to top-down hierarchies. In Holacracy, authority is distributed. Job titles are replaced with roles. As with the various teams comprising SINA, individuals’ roles can overlap, which aids cooperation and compromise, and nourishes the web of connections present throughout the organisation.
Even new scholars participate in SINA’s Holacracy. Through it, they find themselves directly empowered, not only forging their own paths but contributing–sometimes on multiple fronts at once–to the present and future of theirs and others’ SINA communities.
While remaining grounded in its origins, SINA’s operating structure again underwent a significant evolution beginning in 2019. The symbiosis of people and organisation was further defined and put into practice. New mechanisms for illuminating, dissecting and processing tensions emerged, integrating organisational structure and personal well-being. This included the advent of the SINA-born concept of freesponsibility: exercising freedom with acute awareness of the positive and negative effects of one’s actions (e.g., on self, others, the environment).
What decisions did the team need to make?
As an alternative to a predict-and-control system, SINA’s organisational design works through interlinked, autonomous structures. Accountability in this model applies more to groups as opposed to individuals. The multi-management of SINA also makes it highly transparent, allowing for the constant updating of roles and improvements to the organisation.
As previously discussed, Salborn’s decentralising of authority in SINA set the tone for the community in perpetuity. Following this, all consequential decisions would be made by dialogue and consensus between a combination of (or all) teams. Tensions anywhere in the organizational structure are addressed and relieved in a similar manner. So, aside from that initial rejection of formal authority, the organisation’s operations cannot be attributed to any one decision or individual.
What resources were they given?
This organisation truly started from zero. Individuals within the Social Innovation Academy raised funds as needed along the way. Resourcefulness is at SINA’s core; for example most of its learning spaces were constructed from upcycled plastic bottles. The most tapped resource is human potential and ingenuity, which are not given but rather unlocked.
Did they collaborate with external parties?
No external parties were involved. At most, outside talent (mostly local) was drawn into the organisation, volunteering time, labor, tools and expertise toward practical or structural projects.
What were the most significant challenges and how did the team overcome them?
One particularly significant hurdle to clear was (and remains) to shift the mindset of scholars. Youth arrive at SINA after growing up in a society based on obedience and hierarchy. Many also arrive traumatized. Encouraging them to take ownership and make independent decisions is challenging.
To get scholars past this “confusion stage” (lasting approximately three months from their arrival at any campus-community), SINA incorporates a thorough orientation and mindset-change process. Participants are encouraged to find their purpose and align their plans and actions accordingly. Once this is successful, they become scholars and are gradually introduced to the self-organisational framework.
Maintaining the regenerative cycle of SINA and its stability were challenging as well. Especially as the community grew, the scholar-teacher-entrepreneur pathway needed robust reinforcement, ensuring knowledge and skills are effectively passed down.
Finally, scalability and replication: As SINA grew, it proved complicated to maintain the core values and effectiveness of the original framework. In response, the organisation developed a scalability model which functioned on teams from emerging SINA communities spending time in established ones, learning the framework deeply before replicating it.
Image Source: SINA
What were the impacts?
Impact on User Experience
As SINA’s primary beneficiaries, its scholars are the closest analogue it has to customers. Research shows that these “customers” not only tripled their income on average compared to a control group, but created dozens of social enterprises employing hundreds. Few of them, however, would likely have attained such success if not also for the deep personal transformation facilitated at SINA communities. All told, the SINA Framework not only achieves but exceeds the spirit of zero distance.
Impact on Ecosystem Parties
Various SINA alumni and their social enterprises address critical environmental and societal issues and meet all Sustainable Development Goals (SDGs). Examples of note include Uganics and Tusafishe.
Toward the societal end of the spectrum, Uganics produces a highly effective, organic mosquito-repellent soap. The primary benefit is a reduction in malaria cases and their subsequent associated costs–medical, financial, familial, et al. Moreover, the company has grown to employ around 50 (primarily female) individuals. Lastly, by successfully applying a cross-subsidy model, Uganics is able to make their flagship product available to those who suffer most from malaria. The price of one bar purchased by a tourist or a resort allows for two bars to be sold to a rural customer at an affordable price.
Tusafishe, using large bio-sand water filters, provide safe, clean drinking water to over 300,000 regular customers. Many are schools, refugee camps, and residents of disadvantaged communities. Since the filters themselves use moringa seeds (requiring the planting of moringa trees), and because more filtering leads to less boiling of water, Tusafishe is responsible for the capture or offset of over 50,000 tons of Co2.
Other SINA alumni have launched successful enterprises involving biodegradable drinking straws, upcycled plastic bottles as a construction material, and flooring material made from plastic bags and eggshells. Some have gained international recognition through the African Business Heroes organisation or the UN-Habitat Scroll of Honour Award, and been featured on CNN and the BBC.
SINA, its scholars and alumni, after a decade in practice, comprise a fairly large ecosystem on their own. The array of functions and enterprises associated with SINA brings positive change to the lives of untold thousands of Africans yearly. The community continues expanding without imposing culturally or harming the environment, which allows it to integrate with other ecosystems. All told, the regenerative function of SINA is continually being fed into, allowing for SINA communities to better serve new and future scholars.
Impact on Employees
Although everyone contributes, essentially no one is considered an employee in a SINA community. But, the above quote–from alum Joseph Bwinika of the Nakivale Refugee Settlement–is illustrative of the effect any employer should wish to have on their employees. An exception to formal employment within SINA’s community is the replication support team, SINA Global. Ten members drawn from different SINAs are responsible for activities related to the establishment of new SINA communities and the prosperity of all existing ones.
“I’m living my dream instead of dreaming my life!”
SINA members in general, as confirmed by independent studies, experience an increased sense of agency and self-reliance, and growth both personal and professional. At minimum, scholars go on to earn better pay than they did prior to SINA training. A majority continue with entrepreneurial activities, including owning and operating their own enterprises. In this case, it may be more pertinent to ask how the changemaking patterns of SINA impact the employees its alumni eventually hire, some of whom have never even set foot on one of its campuses.
Impact on the Overall Organization
The manner in which the Social Innovation Academy conducts itself and creates changemakers led to its steady, semi-exponential growth–from 20 scholars at one SINA to over 900 across 18 SINAs within 10 years. The success of the SINA framework’s simultaneous evolution/replication during its first decade has benefitted the organisation immensely. Each instance of recognition it receives, also, benefits the organisation and the entire SINA community: the UNHCR Innovation Award, the Tony Hsieh Award, the Pan African Award for Entrepreneurship in Education, Ockenden Prize, and the Modern Work Award are among its honors.
Impact on Corporate Culture
Traditional corporate culture is somewhat inapplicable or alien to the work and motivations of the SINA community. Naturally, at its current size, the organisation requires formal elements of business (such as accounting) in order to function. And, similar at least to a more modern, enlightened corporate culture, SINA aligns its purpose with that of its members, enabling teams and scholars to work independently yet collectively to solve pressing issues.
However, similar to the question of impact on employees, the answer here lies in the experience of the employees of SINA alumni, not of SINA itself. Even considering social return on investment–like the fact that many employees working at a social enterprise run by a SINA graduate would have otherwise been unemployed–does not account for probable benefits to the work environment itself.
How exactly would one describe a workplace where the person in charge graduated from their entrepreneurial training with a goal to “be the change they want to see”, practices and imparts a concept like freesponsibility, and understands that there is a hard limit to the usefulness of hierarchy? These are traits that managers and executives worldwide might consider adopting.
Statements from SINA Scholars:
“After becoming a refugee in Uganda, I lived a life of struggle trying to contribute anything I could to my family through small and informal business activities. When I joined SINA, my understanding of business changed. From just making profits, I saw how I could also help make the lives of others easier.”
– Rebecca Aime
"SINA is a dream-maker and has made my dream a reality. I realized how best I could use the challenge I had growing up and make a better life for myself but also for the community. It helped me realize that what I faced in the past does not define me but what I decide to do forth is what actually defines me."
– Janet Aguti
"I was a girl not believing in myself. I knew that I am nothing. I wanted to kill myself due to the things I was going through. Here at SINA, it is a place where I was welcomed, no one judged me. People accept you the way you are. I was able to discover myself and my potential, and I healed from the traumas I faced when growing up."
– Barbra Nantongo
"SINA has made me become the person l have been praying to be and restored faith in me to stand, fight and move out of my comfort zones. One of my biggest learnings is that we all need to be proactive rather than just respond to situations. We do need hope, but what we need even more is action. Once we start to act, hope follows.“
– Evode Hakizimana Havyarimana
“Life decided to give me another chance to shine when I joined SINA. I was living a hopeless life as a refugee. I was out of school. I had given up on myself. I believed a refugee could never achieve anything and is supposed to sit and wait for aid. In SINA, I went through personal development and discovered myself and my potential. It opened my eyes and changed the way I see the world. I now perceive challenges as opportunities, which has changed my life a lot.”
– Guilaine Bayubasire
“SINA is creating changemaker-makers like me. I was born in the Democratic Republic of Congo. In 2012, political instabilities forced me to flee to Uganda and I became a refugee. Like many of the 1,4 million refugees in Uganda, I was lost, and broke, not knowing how to sustain. I joined SINA as a beneficiary in 2016. I went through the SINA empowerment model, which has helped me and hundreds of others to overcome fears and unleash potentials we did not even know existed. I found meaning in my previous suffering and motivation to support others in similar situations. Since then, it’s been a powerful journey for me. I became a trainer and facilitator in SINA, and various other roles helped me to grow. I saw an alignment of the purpose of myself and SINA then I co-founded a replication of SINA in Kampala for urban refugees, and later, when SINA Global was created, I joined the team and became a director to foster the global movement of freesponsible and self-organized learning spaces contributing and enabling a whole generation of African youth to create a future for themselves.”
– Emile Kwilyame
Support SINA
To support SINA visit their website for more informations or reach out to us to get a direct contact with Etienne.
Author
Download Case Study
Congratulations to the Social Innovation Academy (SINA) for winning an award at the 2024 Haier ZeroDX Awards! SINA was recognized for creating self-organized and 'freesponsible' learning spaces that empower individuals to drive social change.